項(xiàng)目管理培訓(xùn)教材（72頁(yè)）ppt課件

1、工程管理培訓(xùn)目錄工程管理概覽工程管理過(guò)程引見工程管理知識(shí)領(lǐng)域引見PROJECT軟件入門檢驗(yàn)案例分析興隆國(guó)家對(duì)工程管理的認(rèn)識(shí)曾經(jīng)相當(dāng)成熟工程管理具有普遍性工程管理對(duì)工程的勝利具有重要作用工程管理需求特殊的管理方法工程管理曾經(jīng)開展成為一門管文科學(xué)越來(lái)越多的組織、企業(yè)開場(chǎng)注重工程管理?yè)?jù)預(yù)測(cè)，工程經(jīng)理將成為21世紀(jì)年輕人的首選職業(yè)相關(guān)組織和知識(shí)體系PMI Project Management Institute)PMBOK(Project Management Body Of Knowledge)PMP(Project Management Professional)PMP認(rèn)證考試工程的定義PROJE

2、CT is a temporary endeavor undertaken to create a unique product or service.Operation v.s. ProjectTemporary & Unique & Progressive Elaboration工程管理的定義PROJECT MANAGEMENT is the application of knowledge, skills, tools, and techniques to project activities to meet project requirementsScope, time, cost,

3、and qualityStakeholders with differing needs and expectationsIdentified requirements needs and unidentified requirements expectations工程管理的相關(guān)知識(shí)構(gòu)造常見的工程管理知識(shí)與實(shí)際普通的管理知識(shí)和實(shí)際運(yùn)用領(lǐng)域的知識(shí)與實(shí)際工程的利益相關(guān)者Stakeholders積極參與工程，或其利益遭到工程執(zhí)行過(guò)程或工程勝利完成的影響的個(gè)人和組織。工程經(jīng)理客戶運(yùn)營(yíng)中的組織出資人外部影響規(guī)范法規(guī)國(guó)際化文化社會(huì)、經(jīng)濟(jì)、環(huán)境工程階段的劃分Each project phase is mar

4、ked by completion of one or more deliverables.Deliverable: tangible, verifiable work productPhase end review: determine if the project should continue into its next phasedetect and correct errors cost effectively工程生命周期Project life cycle serves to define the beginning and the end of a project.Project

5、 life cycle V.S. Product life cycleprogramsubproject工程組織職能式矩陣式弱矩陣平衡矩陣強(qiáng)矩陣工程式工程經(jīng)理職責(zé)工程經(jīng)理授權(quán)工程經(jīng)理時(shí)間工程協(xié)調(diào)力度工程管理五大階段Initiating processesPlanning ProcessesExecuting ProcessesControlling ProcessesClosing Processes工程管理過(guò)程Initiating ProcessesPlanning ProcessesControlling ProcessesExecuting ProcessesClosing Proces

6、ses工程管理九大知識(shí)領(lǐng)域Project Integration ManagementProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human Resource ManagementProject Communications ManagementProject Risk ManagementProject Procurement ManagementProject Integration Management工程方案、執(zhí)行和控制的不

7、同過(guò)程的綜合集成工程管理與企業(yè)日常運(yùn)營(yíng)的集成產(chǎn)品范圍與工程范圍的集成不同職能部門的成果的集成工程中各約束條件的集成Project Scope ManagementProduct scope v.s. Project scopeInitiationOutputs:Project charterProject manager identified/assignedConstraintsAssumptionsScope PlanningOutput:Scope statementSupporting detailScope managementScope Definition目的：提高估算本錢、時(shí)間

8、、資源的準(zhǔn)確度定義 衡量和控制工程績(jī)效的基線明確職責(zé)的分派Output:Work Breakdown Structure WBS正確的范圍定義是工程勝利的關(guān)鍵Scope VerificationScope verification v.s. quality controlScope Change Control目的：影響產(chǎn)生范圍變化的要素，以保證變化是有益的確定范圍的變化會(huì)發(fā)生對(duì)變化能否曾經(jīng)發(fā)生和發(fā)生的時(shí)間進(jìn)展管理產(chǎn)生變化的主要緣由一個(gè)外部事件如政府法規(guī)的改動(dòng)在產(chǎn)品范圍定義中發(fā)生的失誤在工程范圍定義中發(fā)生的失誤增值引起的變化如新技術(shù)的引入Project Time ManagementActiv

9、ity Definitionactivity v.s. deliverableActivity Duration Estimatingresource requirementsresource capabilitieselapsed timeActivity SequencingDependenciesMandatory, Discretionary, ExternalPDMAON: FS, FF, SS, SFADMAOA: FSGERT: Loop or conditional branchesSchedule Development思索要素：工程網(wǎng)絡(luò)圖活動(dòng)順序活動(dòng)時(shí)間估計(jì)資源需求可獲得資

10、源日歷工程、資源限制條件假設(shè)前提活動(dòng)的時(shí)間間隔Schedule Development幾種常見的表示方法緊縮時(shí)間的方法CPMCrashingFast trackingResource levelingSchedule Control關(guān)鍵途徑法最早啟動(dòng)時(shí)間ES最遲啟動(dòng)時(shí)間LSFloat舉例Project Cost ManagementResource PlanningCost EstimatingCost BudgetingCost Control常用術(shù)語(yǔ)PV: Present ValuePV = FV / 1+rnNPV: Net Present ValueNPV = PVBCWS: Budg

11、eted Cost of Work ScheduledACWP: Actual Cost of Work PerformedProject Quality ManagementQuality policyProject & ProductQuality v.s. GradeBenefit v.s. CostPrevention over inspectionPlanned in v.s. Inspected inManagement responsibilityPDCA with phasesProject Quality ManagementQuality PlanningQuality A

12、ssuranceQuality ControlCost of QualityPrevention CostsAppraisal CostsFailure CostsInternalExternalQuality ControlChecklistPareto diagramsCause-and-Effect diagramPareto Diagram SampleQuality ControlOutputs:Acceptance decisionsReworkQuality improvementProcess adjustmentsProject Human Resource Manageme

13、nt工程的暫時(shí)的特點(diǎn)，必然導(dǎo)致人員和組織的關(guān)系總是不斷改動(dòng)和具有暫時(shí)性。企業(yè)中的人力資源管理普通都不是工程管理者的直接責(zé)任，但作為工程的管理者，必需充分認(rèn)識(shí)到這方面的管理要求對(duì)完成工程的保證作用。與溝通管理親密相關(guān)Organizational PlanningIdentifying, documenting, assigningroles, responsibilities, reporting relationshipsRAMRAEW團(tuán)隊(duì)才干組合專業(yè)知識(shí)組織協(xié)調(diào)才干操作型專家型協(xié)調(diào)型決策型Staff Acquisition與職能部門或其他工程的經(jīng)理睬談?lì)A(yù)先指定的從外部獲得采購(gòu)Team Dev

14、elopmentBoth enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team.Project Communications Management典型的工程經(jīng)理有75% - 90%的時(shí)間用于溝通Communications PlanningCommunications DistributionPerformance ReportingAdministrative Closure溝通的

15、規(guī)模工程經(jīng)理的根本職責(zé)PlanningOrganizingLeadershipControl工程經(jīng)理有75% - 90%的時(shí)間用于溝通工程經(jīng)理權(quán)威的來(lái)源正式任命獎(jiǎng)勵(lì)懲罰專業(yè)才干人格魅力X - Y 實(shí)際X實(shí)際：以為普通情況下工人都是懶惰的，需求監(jiān)管Y實(shí)際：假設(shè)工人們不遭到監(jiān)管時(shí)也都情愿任務(wù)Conflict ManagementWithdrawingLose-loseSmoothingLose-loseCompromisingLose-loseProblem Solvingwin-winForcingwin-losePerformance ReportingStatus reportingProg

16、ress reportingForecastingPerformance ReportingBCWS: Budgeted Cost of Work ScheduledACWP: Actual Cost of Work PerformedBCWP(EV): Budgeted Cost of Work PerformedCV: Cost VarianceCV = BCWP - ACWPSV: Schedule VarianceSV = BCWP - BCWSCPI: Cost Performance IndexCPI = BCWP / ACWPPerformance ReportingBAC: B

17、udgeted At CompletionEAC: Estimated At CompletionActuals-to-date + Remaining Budget / CPIActuals-to-date + New estimateActuals-to-date + Remaining Budget(Remaining Budget = BAC - EV)Variance At CompletionVAC = BAC - EACPerformance Management經(jīng)過(guò)繼續(xù)的溝通，發(fā)現(xiàn)問(wèn)題并處理問(wèn)題，不斷提高績(jī)效Project Risk Management貫穿在整個(gè)工程過(guò)程中包括

18、內(nèi)部風(fēng)險(xiǎn)和外部風(fēng)險(xiǎn)同時(shí)意味著要挾和時(shí)機(jī)充分思索本錢要素ConceptsRisk Management PlanningRisk Management PlanMethodologyRoles and ResponsibilitiesBudgetingTimingScoring and interpretationThresholdsReporting formatsTrackingRisk IdentificationTypical project risk:promotion, market, political, technical, financing, environmental, c

19、onstruction(cost, schedule), operating, organizational, integration, force majeure.Risk Identification OutputsOutputs:Risks (events & conditions)Triggers (symptoms)Inputs to other processesQualitative Risk AnalysisDetermine the importanceP - I MatrixRisk probabilityRisk consequencesProject assumptio

20、ns testingassumption stabilityconsequencesQuantitative Risk AnalysisSensitivity analysisDecision Tree analysisProbability distributionBeta distributionTriangular distributionMonte Carlo simulationQuantitative Risk AnalysisRisk = Probability X MagnitudeContegency = magnitude(provision) or Risk(P*M)Expected Value(EV) = PiMi Pi = 1，I = 1 nRisk Response DevelopmentAvoidanceTransferenceMitigationAcceptanceRisk Monitoring and Control保證風(fēng)險(xiǎn)管理方案的執(zhí)行隨時(shí)留意方案中的風(fēng)險(xiǎn)的征兆隨時(shí)留意方案外的風(fēng)險(xiǎn)的能夠Procurement PlanningMake - or - Buy analysisContract type se